Most Recent Quotations

  1. Enterprises must make a conscious decision as to what competitive and growth levers they should pull and over what time horizon. They need to understand what it means to win: Are we after revenue, return to shareholders, profit, market position, or a . . .Read More
    -- Michael V. Peterson, Christopher R. Roark, Amrita Kimmi Grewal, James M. Scully

  2. A strategic orientation must be balanced by ruthless operational efficiency; a sense of collectiveness must be balanced by the need for individuals to build their careers; a global perspective must be balanced by local relevance; enduring commitments . . .Read More
    -- Douglas A. Ready, Linda A. Hill, Robert J. Thomas

  3. When the rate of return of capital [R] exceeds the rate of growth of output and income [G], as it did in the nineteenth century and seems quite likely to do again in the twenty-first, capitalism automatically generates arbitrary and unsustainable ine . . .Read More
    -- Thomas Piketty

  4. Developing strategy [...] entails navigating the “opportunity landscape.” This methodology has four dimensions, each with two lenses: (1) what you offer, with brand and product lenses; (2) who you serve, with customer and partner lenses; (3) wher . . .Read More
    -- Ken Favaro, Sanjay Khosla, Mohanbir Sawhney

  5. [...] strategy is the product of executive imagination and judgment, not just logic; the strategy process involves balancing the known, the unknown, and the unknowable. The purpose of strategic analyses, frameworks, and methods is to inspire inventiv . . .Read More
    -- Ken Favaro, J.-C. Spender



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